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Title: The%20Challenge:%20%20%20To%20Create%20More%20Value%20in%20All%20Negotiations


1
LONG Tom Peters Excellence. Always. Managemen
t Forum Bogota/16 March 2009
2
NOTE To appreciate this presentation and
ensure that it is not a mess, you need Microsoft
fonts Showcard Gothic, Ravie, Chiller
and Verdana
3
Slides at tompeters.com
4
Conrad Hilton, at a gala celebrating his career,
was asked, What was the most important lesson
youve learned in your long and distinguished
career? His immediate answer
5
remember to tuck the shower curtain inside the
bathtub
6
Execution is strategy. Fred Malek fffffii
7
almost inhuman disinterestedness in strategy
Josiah Bunting on U.S. Grant (from Ulysses S.
Grant)
8
MBWA
9
Message from a banker, circa 1988 Tom let me
tell you the definition of a good lending
officer. After church on Sunday, on the way home
with his family, he takes a little detour to
drive by the factory he just lent money to.
Doesnt go in or any such thing, just drives by
and takes a look.
10
It suddenly occurred to me
11
It suddenly occurred to me that in the space of
two or three hours he never talked about cars.
Les Wexner            
12
Too Much Cost, Not Enough Value Too Much
Speculation, Not Enough Investment Too Much
Complexity, Not Enough Simplicity Too Much
Counting, Not Enough Trust Too Much Business
Conduct, Not Enough Professional Conduct Too
Much Salesmanship, Not Enough Stewardship Too
Much Focus on Things, Not Enough Focus on
Commitment Too Many Twenty-first Century
Values, Not Enough Eighteenth-Century Values
Too Much Success, Not Enough Character
chapter titles from John Bogle, Enough. The
Measures of Money, Business, and Life (Bogle is
founder of the Vanguard Mutual Fund Group)
13
L(21) L(-21)

14
Leadership(21A.D.) Leadership(21B.C.)

15
1982
16
Excellence1982 The Bedrock Eight
Basics 1. A Bias for Action 2. Close to the
Customer 3. Autonomy and Entrepreneurship 4.
Productivity Through People 5. Hands On,
Value-Driven 6. Stick to the Knitting 7. Simple
Form, Lean Staff 8. Simultaneous Loose-Tight
Properties
17
Breakthrough 82 People! Customers! Action!
Values! In Search of Excellence
18
Hard Is SoftSoft Is Hard
19
Hard Is Soft (Plans, s)Soft Is Hard (people,
customers, values, relationships))
20
2007Siberia
21
Why in the World did you go to Siberia?
22
Enterprise (at its best) An emotional,
vital, innovative, joyful, creative,
entrepreneurial endeavor that elicits maximum
concerted human
potential in the wholehearted service of
others.Employees, Customers, Suppliers,
Communities, Owners, Temporary partners
23
2007Sydney
24
Organizations exist to serve. Period. Leaders
live to serve. Period.
25
no less than Cathedrals in which the full and
awesome power of the Imagination and Spirit and
native Entrepreneurial flair of diverse
individuals is unleashed in passionate pursuit of
Excellence.
26
The role of the Director is to create a space
where the actors and actresses can become more
than theyve ever been before, more than theyve
dreamed of being. Robert Altman, Oscar
acceptance speech
27
You have to treat your employees like
customers. Herb Kelleher, complete answer, upon
being asked his secrets to success Source
Joe Nocera, NYT, Parting Words of an Airline
Pioneer, on the occasion of Herb Kellehers
retirement after 37 years at Southwest Airlines
(SWAs pilots union took out a full-page ad in
USA Today thanking HK for all he had done across
the way in Dallas American Airlines pilots were
picketing the Annual Meeting)
28
The Customer Comes Second Hal Rosenbluth and
Diane McFerrin Peters (no relation)
29
We are a Life Success Company.Dave Liniger,
founder, RE/MAX
30
The Dream Manager Matthew KellyAn
organization can only become the-best-version-of-i
tself to the extent that the people who drive
that organization are striving to become
better-versions-of-themselves. A companys
purpose is to become the-best-version-of-itself.
The question is What is an employees purpose?
Most would say, to help the company achieve its
purposebut they would be wrong. That is
certainly part of the employees role, but an
employees primary purpose is to become
the-best-version-of-himself or herself. When a
company forgets that it exists to serve
customers, it quickly goes out of business. Our
employees are our first customers, and our most
important customers.
31
The four most important words in any
organization are What do you think?
Source courtesy Dave Wheeler, posted at
tompeters.com, source of original unknown
(0609.08)
32
18
33
"Trust the development expertsall seven
billion of them. headline, Financial Times,
0529.08, to an article by development guru
William Easterly, commenting negatively on the
World Bank Growth Commissions recent report that
concludes, in effect, trust the World Bank
experts
34
The deepest human need is the need to be
appreciated.William James
35
Buy in- Ownership-Authorial bragging
rights-Born again Champion One Line of Code!
36
Leaders SERVE people. Period. inspired by
Robert Greenleaf
37
Business has to give people enriching, rewarding
lives, or it's simply not worth doing. Richard
Branson
38
Managing winds up being the management of the
allocation of resources against tasks. Leadership
focuses on people. My definition of a leader is
someone who helps people succeed. Carol Bartz,
Yahoo!
39
Ben Changes His BHAG! Big Hairy Audacious
Goal/Collins
40
TP How to flush 500,000 down the toilet in
one easy lesson!!
41
lt CAPEXgt People!
42
Wegmans
43
Our MissionTo develop and manage talentto
apply that talent,throughout the world, for the
benefit of clientsto do so in partnership to
do so with profit.WPP
44
Brand Talent.
45
The 19 Es ofExcellence
46
If Not Excellence, What? If Not Excellence Now,
When? The 19 Es of Excellence Enthusiasm. (Be
an irresistible force of nature!) Energy. (Be
fire! Light fires!) Exuberance. (Vibratecause
earthquakes!) Execution. (Do it! Now! Get it
done! Barriers are baloney! Excuses are for
wimps! Accountability is gospel!
Adhere to the Bill Parcells
doctrine Blame nobody! Expect nothing! Do
something!) Empowerment. (Respect and
appreciation! Always ask, What do you think?
Then
Listen! Liberate! Celebrate! 100 innovators or
bust!) Edginess. (Perpetually dancing at the
frontier, and a little or a lot beyond.) Enraged.
(Determined to challenge change the status
quo!) Engaged. (Addicted to MBWA/Managing By
Wandering Around. In touch. Always.) Electronic.
(Partners with the world 60/60/24/7 via
electronic community building
and entanglement of every sort.
Crowdsourcing/doing power!) Encompassing.
(Relentlessly pursue diverse opinionsthe more
diversity the merrier! Diversity per se
works!) Emotion. (The alpha. The omega. The
essence of leadership. The essence of sales.
The essence of marketing.
The essence. Period. Acknowledge it.) Empathy.
(Connect, connect, connect with others reality
and aspirations! Walk
in the other persons shoesuntil the soles
have holes!) Experience. (Life is theater! Make
every activity-contact memorable! Standard
Insanely
Great/Steve Jobs Radically Thrilling/BMW.) Eli
minate. (Keep it simple!) Errorprone. (Ready!
Fire! Aim! Try a lot of stuff and make a lot of
booboos and then try some more stuff
and make some more
booboosall of it at the speed of
light!) Evenhanded. (Straight as an arrow!
Fair to a fault! Honest as Abe!) Expectations.
(Michelangelo The greatest danger for most of
us is not that our aim is too high and we miss
it, but
that it is too low and we reach it.
Amen!) Eudaimonia. (Pursue the highest of human
moral purposethe core of Aristotles philosophy.
Be of service. Always.) Excellence. (The only
standard! Never an exception! Start now! No
excuses! If not Excellence, what?
If not Excellence now, when?)
47
Mr. Watson, how long does it take to achieve
Excellence?
48
1 minute
49
Some like it hot!
50
Insanely Great
51
Radically thrilling BMW
52
You do not merely want to be the best of the
best. You want to be considered the only ones who
do what you do. Jerry Garcia
53
dubai
54
Single greatest act of pure imagination
55
Does your project portfolio have a dubai?
56
1 Truthteller
57
You Your calendarCalendars never lie
58
I used to have a rule for myself that at any
point in time I wanted to have in mind as it so
happens, also in writing, on a little card I
carried around with me the three big things I
was trying to get done. Three. Not two. Not
four. Not five.Not ten.Three. Richard
Haass, The Power to Persuade
59
Dennis, you need a To-dont List !
60
You must be the change you wish to see in the
world.Gandhi
61
To develop others, start with yourself.
Marshall Goldsmith
62
1 Trait
63
I am a dispenser of enthusiasm. Ben Zander
64
Nothing is so contagious as enthusiasm.
Samuel Taylor Coleridge
65
Halt. Do. It. Now.
66
-1
67
Skip the map
68
Mapping your competitive position or
69
1. Have you in the last 10 days
visited a customer?2. Have you called a
customer TODAY?
70
The Have you 50
71
1. Have you in the last 10 days visited a
customer? 2. Have you called a customer
TODAY? 3. Have you in the last 60-90 days had
a seminar in which several folks from the
customers operation (different levels, different
functions, different divisions) interacted, via
facilitator, with various of your folks? 4. Have
you thanked a front-line employee for a small act
of helpfulness in the last three days? 5. Have
you thanked a front-line employee for a small act
of helpfulness in the last three hours? 6.
Have you thanked a frontline employee for
carrying around a great attitude today? 7. Have
you in the last week recognizedpubliclyone of
your folks for a small act of cross-functional
co-operation? 8. Have you in the last week
recognizedpubliclyone of their folks (another
function) for a small act of cross-functional
co-operation? 9. Have you invited in the last
month a leader of another function to your weekly
team priorities meeting? 10. Have you personally
in the last week-month called-visited an internal
or external customer to sort out, inquire, or
apologize for some little or big thing that went
awry? (No reason for doing so? If truein your
mindthen youre more out of touch than I dared
imagine.)
72
11. Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps? 12.
Have you in the last two days had a chat with
someone (a couple of levels down?) about specific
deadlines concerning a projects next steps and
what specifically you can do to remove a hurdle?
(Ninety percent of what we call management
consists of making it difficult for people to get
things done.Peter His eminence Drucker.) 13.
Have you celebrated in the last week a small
(or large!) milestone reached? (I.e., are you a
milestone fanatic?) 14. Have you in the last week
or month revised some estimate in the wrong
direction and apologized for making a lousy
estimate? (Somehow you must publicly reward the
telling of difficult truths.) 15. Have you
installed in your tenure a very comprehensive
customer satisfaction scheme for all internal
customers? (With major consequences for hitting
or missing the mark.) 16. Have you in the last
six months had a week-long, visible, very
intensive visit-tour of external customers? 17.
Have you in the last 60 days called an abrupt
halt to a meeting and ordered everyone to get
out of the office, and into the field and in
the next eight hours, after asking those
involved, fixed (f-i-x-e-d!) a nagging small
problem through practical action? 18. Have you in
the last week had a rather thorough discussion of
a cool design thing someone has come
acrossaway from your industry or functionat a
Web site, in a product or its packaging? 19.
Have you in the last two weeks had an informal
meetingat least an hour longwith a frontline
employee to discuss things we do right, things we
do wrong, what it would take to meet your mid- to
long-term aspirations? 20. Have you had in the
last 60 days had a general meeting to discuss
things we do wrong that we can fix in the
next fourteen days?
73
21. Have you had in the last year a one-day,
intense offsite with each (?) of your internal
customersfollowed by a big celebration of
things gone right? 22. Have you in the last
week pushed someone to do some family thing that
you fear might be overwhelmed by deadline
pressure? 23. Have you learned the names of the
children of everyone who reports to you? (If not,
you have six months to fix it.) 24. Have you
taken in the last month an interesting-weird
outsider to lunch? 25. Have you in the last month
invited an interesting-weird outsider to sit in
on an important meeting? 26. Have you in the last
three days discussed something interesting,
beyond your industry, that you ran across in a
meeting, reading, etc? 27. Have you in the last
24 hours injected into a meeting I ran across
this interesting idea in strange place? 28.
Have you in the last two weeks asked someone to
report on something, anything that constitutes an
act of brilliant service rendered in a trivial
situationrestaurant, car wash, etc? (And then
discussed the relevance to your work.) 29. Have
you in the last 30 days examined in detail (hour
by hour) your calendar to evaluate the degree
time actually spent mirrors your espoused
priorities? (And repeated this exercise with
everyone on team.) 30. Have you in the last two
months had a presentation to the group by a
weird outsider?
74
31. Have you in the last two months had a
presentation to the group by a customer, internal
customer, vendor featuring working folks 3 or 4
levels down in the vendor organization? 32. Have
you in the last two months had a presentation to
the group of a cool, beyond-our-industry ideas by
two of your folks? 33. Have you at every meeting
today (and forever more) re-directed the
conversation to the practicalities of
implementation concerning some issue before the
group? 34. Have you at every meeting today (and
forever more) had an end-of-meeting discussion on
action items to be dealt with in the next 4, 48
hours? (And then made this list publicand
followed up in 48 hours.) And made sure everyone
has at least one such item.) 35. Have you had a
discussion in the last six months about what it
would take to get recognition in local-national
poll of best places to work? 36. Have you in
the last month approved a cool-different training
course for one of your folks? 37. Have you in
the last month taught a front-line training
course? 38. Have you in the last week discussed
the idea of Excellence? (What it means, how to
get there.) 39. Have you in the last week
discussed the idea of Wow? (What it means,
how to inject it into an ongoing routine
project.) 40. Have you in the last 45 days
assessed some major process in terms of the
details of the experience, as well as results,
it provides to its external or internal customers?
75
41. Have you in the last month had one of your
folks attend a meeting you were supposed to go to
which gives them unusual exposure to senior
folks? 42. Have you in the last 60 (30?) days sat
with a trusted friend or coach to discuss your
management styleand its long- and short-term
impact on the group? 43. Have you in the last
three days considered a professional relationship
that was a little rocky and made a call to the
person involved to discuss issues and smooth the
waters? (Taking the blame, fully deserved or
not, for letting the thing-issue fester.) 44.
Have you in the last two hours stopped by
someones (two-levels down") office-workspace
for 5 minutes to ask What do you think? about
an issue that arose at a more or less just
completed meeting? (And then stuck around for 10
or so minutes to listenand visibly taken
notes.) 45. Have you in the last day looked
around you to assess whether the diversity pretty
accurately maps the diversity of the market being
served? (And ) 46. Have you in the last day at
some meeting gone out of your way to make sure
that a normally reticent person was engaged in a
conversationand then thanked him or her, perhaps
privately, for their contribution? 47. Have you
during your tenure instituted very public
(visible) presentations of performance? 48. Have
you in the last four months had a session
specifically aimed at checking on the corporate
culture and the degree we are true to itwith
all presentations by relatively junior folks,
including front-line folks? (And with a
determined effort to keep the conversation
restricted to real world small casesnot
theory.) 49. Have you in the last six months
talked about the Internal Brand Promise? 50. Have
you in the last year had a full-day off site to
talk about individual (and group) aspirations?
76
Pursuing Discomfort!
77
Im not comfortable unless Im
uncomfortable.Jay Chiat
78
Do one thing every day that scares you.
Eleanor Roosevelt
79
Kevin Roberts Credo1. Ready.
Fire! Aim.2. If it aint broke ... Break it!3.
Hire crazies.4. Ask dumb questions.5. Pursue
failure.6. Lead, follow ... or get out of the
way!7. Spread confusion.8. Ditch your
office.9. Read odd stuff.10. Avoid moderation!
80
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
81
You miss 100 of the shots you never take.
Wayne Gretzky
82
BIG?
83
I am often asked by would-be entrepreneurs
seeking escape from life within huge corporate
structures, How do I build a small firm for
myself? The answer seems obvious Buy a very
large one and just wait. Paul Ormerod, Why
Most Things Fail Evolution, Extinction and
Economics
84
Dick Kovacevich You dont get better by being
bigger. You get worse.
85
Mr. Foster and his McKinsey colleagues collected
detailed performance data stretching back 40
years for 1,000 U.S. companies. They found that
none of the long-term survivors managed to
outperform the market. Worse, the longer
companies had been in the database, the worse
they did. Financial Times
86
Data drawn from the real world attest to a fact
that is beyond our control Everything in
existence tends to deteriorate. Norberto
Odebrecht, Education Through Work
87
4 Japan2T USA2T China
88
4 Japan3 USA2 China1 Germany
89
Reason!!!Mittelstand
90
Jims Group
91
Jims Mowing Canada Jims Mowing UK Jims
Antennas Jims Bookkeeping Jims Building
Maintenance Jims Carpet Cleaning Jims Car
Cleaning Jims Computer Services Jims Dog
Wash Jims Driving School Jims Fencing Jims
Floors Jims Painting Jims Paving Jims Pergolas
gazebos Jims Pool Care Jims Pressure
Cleaning Jims Roofing Jims Security Doors Jims
Trees Jims Window Cleaning Jims
Windscreens Note Download, free, Jim Penmans
book What Will They Franchise Next? The Story
of Jims Group
92
1/40
93
try it. Try it. Try it. Try it. Try it. Try it.
Try it. Try it. Screw it up. Try it. Try it. Try
it. Try it. Try it. Try it. Try it. Screw it up.
it. Try it. Try it. try it. Try it. Screw it up.
Try it. Try it. Try it.
94
We have a strategic plan. Its called doing
things. Herb Kelleher
95
This is so simple it sounds stupid, but it is
amazing how few oil people really understand that
you only find oil if you drill wells. You may
think youre finding it when youre drawing maps
and studying logs, but you have to drill.
Source The Hunters, by John Masters, Canadian
O G wildcatter
96
Dick n dan
97
We made mistakes, of course. Most of them were
omissions we didnt think of when we initially
wrote the software. We fixed them by doing it
over and over, again and again. We do the same
today. While our competitors are still sucking
their thumbs trying to make the design perfect,
were already on prototype version 5. By the
time our rivals are ready with wires and screws,
we are on version 10. It gets back to planning
versus acting We act from day one others plan
how to planfor months. Bloomberg by Bloomberg
98
Experiment fearlesslySource BW0821.06, Type
A Organization Strategies/ How to Hit a Moving
TargetTactic 1
99
Fail . Forward. Fast.High Tech CEO,
Pennsylvania
100
Reward excellent failures. Punish mediocre
successes.Phil Daniels, Sydney exec
101
It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change. Charles Darwin
102
4/40
103
DECENTRALIZATION.EXECUTION.ACCOUTABILITY.61
5A.M.
104
CF 30 (no salesfolk)MH 80 (salesfolk)
105
Response to most important
contribution I focused this discipline on
People and Power on Values, Structure, and
Constitution and above all, on
responsibilitiesthat is, focused the Discipline
of Management on management as a truly liberal
art. (18 January 1999)
106
Small is (can often be)BIG
107
Design is everything. Everything is
design. We are all designers. Inspiration
The Power of Design A Force for Transforming
Everything, Richard Farson
108
Behavioral Primacy!E.g. plate size location
of platters, 6.5 feet Away -63 Seconds
Source Brian Wansink, Mindless Eating (20
lbs per year 200 decisions per day)
109
Paint it white! On Hashem Akbaris
Lawrence Livermore labs powerful program to
significantly reduce greenhouse gas emissions
using conservative assumptions, it could
reduce 44 billion tons of CO2 emissions by
cooling buildings, roads, entire cities (The
Guardian, 0116.09)
110
Socks 10K
111
Everything matters -80 Source Nudge,
Richard Thaler and Cass Sunstein ,
112
90K in U.S.A. ICUs on any given day 178
steps/day in ICU.50 stays result in serious
complicationSource Atul Gawande, The
Checklist (New Yorker, 1210.07)
113
Peter Pronovost, Johns Hopkins,
2001Checklist, line infections1/3rd at
least one error when he startedNurses/permissio
n to stop procedure if doc, other not
following checklistIn 1 year, 10-day
line-infection rate 11 to 0 Source Atul
Gawande, The Checklist (New Yorker, 1210.07)
114
Seating arrangement Table shape Physical
arrangements (distance, co-location, grand or
not/Apple) Geologists/Geophysicists XFX/Cross-func
tional Excellence (meetings, talks, etc) The
hang out axiom (We are what we eat.) See
greenery, recover faster (map, smell of
cookies, pianos/ Planetree) Vary road crossing
times/engage
115
Why We Buy/Nudge/Sway/ Kahneman-Tversky No
waste baskets/paper recycling Cases vs
charts Default/401(k)/45 vs 86 Designer next to
the CEO Opel plant away from factory Rickovers
chair/Sunlight in my eyes/LBJ on the edge of
the rug Thank you notes/10 years
116
Stew/Wrapped and loose fish/2X Stew/No exit
aisles WalMart/Oversized carts Coins with
likenesses Post Office architecture Pat visits
the Local president Thom Mayer and the crossed
arms Management of body language (2/3rds
of communication)
117
Prowl the bowels of the organization First
question asked Top of the agenda Calendar! Checkli
st/Peter Pronovost/ICU line
infections/50-0 Visible measures/Creech and
billboards Creech/mechanics drive by Food at
front
118
Sexy voice/USAF Walls of yesterday or
tomorrow Staff lives with line Broken
windows-beer and piss patrol/sense of
order, small crimes beget large
ones Washington and dress for
success/winter 1776 Dress code Fly in the
urinal/-80 Parking lot location/elevator
speed/food court
119
Plate size/distance from seconds (6.5 feet
63) gt50 feet 50 miles/T Allen Casual
gathering places/ nooks/ 3M-Austin Walk down
the stairs once a month/ 9-11 survivor Glasses
in the cup (two weeks) TP party prepRenegade
buildingsWelcoming reception area (Insta-
smell culture)Burlington Police Department/
decals on glasses/12.31.06
120
Bike at the door/Running shoes next to the
bedMeasures/New (TP Seabees)Reports
(WIAR/Womens Initiative Annual
Report/Deloitte Touche)MBWA Grant sleep on the
ground, travel with one assistantPromotions/De
ep dipSmall personal gesturesFocus/One
inescapable campaign/ Welch-GE
121
Hustle Stand-up meetings Ask vs talk What do you
think? Engaged listening Go to door to
meet Obama transition Awareness of
Kremlinologists
122
Hire for smile! TOV/tone of voice Master the
arcane rules/ Al Smith/LBJ/Dole/Tom
DeLay Eighty percent of success is showing
up/Woody Allen/ DelawareCourtesies of a
small and trivial character are the ones
which strike deepest in the grateful and
appreciating heart./Henry Clay Jeffords/Missing
invitation Flowers
123
We Are What We Eat
124
We are the company we keep
125
You will become like the five people you
associate with the mostthis can be either a
blessing or a curse. Billy Cox
126
Measure Strangeness/Portfolio
QualityStaffConsultantsVendorsOut-sourcing
Partners (, Quality)Innovation Alliance
PartnersCustomersCompetitors (who we
benchmark against) Strategic Initiatives
Product Portfolio (LineEx v. Leap)IS/IT
ProjectsHQ LocationLunch MatesLanguageBoard
127
The Hang Out Axiom At its core, every (!!!)
relationship-partnership decision (employee,
vendor, customer, etc) is a strategic decision
about Innovate, Yes or No
128
Axiom Never use a vendor who is not in the top
quartile (decile?) in their industry on RD
spending!Inspired by Hummingbird
129
Normal o for 800
130
Diverse groups of problem solversgroups of
people with diverse toolsconsistently
outperformed groups of the best and the
brightest. If I formed two groups, one random
(and therefore diverse) and one consisting of the
best individual performers, the first group
almost always did better. Diversity trumped
ability. Scott Page, The Difference How the
Power of Diversity Creates Better Groups, Firms,
Schools, and Societies Diversity
131
The best predictor of accuracy of prediction
was fame The more feted by the media, the worse
a pundits accuracy. Sharon Begley, When
Should a Process Be Art, Not Science? by Joseph
Hall and Eric Johnson Time (03.02.09, based in
part on the work of Philip Tetlock, who studied
82,361 predictions by 284 pundits)
132
The Billion-man Research Team Companies
offering work to online communities are reaping
the benefits of crowdsourcing. Headline,
FT, 0110.07
133
Rob McEwen/CEO/Goldcorp Inc./Red Lake
goldSource Wikinomics How Mass Collaboration
Changes Everything, Don Tapscott Anthony
Williams
134
The Bottleneck Is at the Top of the
BottleWhere are you likely to find people
with the least diversity of experience, the
largest investment in the past, and the greatest
reverence for industry dogma At the top!
Gary Hamel/Harvard Business Review
135
In Blackburn, four-year-olds are making
podcasts. In Suffolk, the sometimes tedious and
impractical ritual of morning Assembly has been
replaced in one school by a news video compiled
by pupils posting it on YouTube means parents
can watch as welland they do. Learners at all
stages and ages, from all over the world, are
downloading free tutorials while they replenish
their iPods, courtesy of iTunes U. Source
The Guardian, 0113.09, Resource 2009, a preview
of BETT 2009
136
Vanity Fair What is your most marked
characteristic? Mike Bloomberg Curiosity.
137
Whos the most interesting person youve met in
the last 90 days? How do I get in touch with
them? Fred Smith
138
Greater than
139
Forget China, India and the Internet Economic
Growth Is Driven by Women. Headline, Economist,
April 15, 2006, Leader, page 14
140
Women are the majority market Fara
Warner/The Power of the Purse
141
The most significant variable in every sales
situation is the gender of the buyer, and more
importantly, how the salesperson communicates to
the buyers gender. Jeffery Tobias Halter,
Selling to Men, Selling to Women
142
The Perfect Answer
Jill and Jack buy slacks in black
143
(No Transcript)
144
Cases! Cases! Cases!McDonalds
(mom-centered to majority consumer not via
kids)Home Depot (Do it everything!
Herself)PG (more than house cleaner)
DeBeers (right-hand rings/4B)AXA
FinancialKodak (women emotional centers of
the household)Nike (gt jock endorsements new
def sports majority consumer)AvonBratz (young
girls want friends, not a blond
stereotype)Source Fara Warner/The Power of the
Purse
145
Goldman Sachs in Tokyo has developed an index of
115 companies poised to benefit from womens
increased purchasing power over the past decade
the value of shares in Goldmans basket has risen
by 96, against the Tokyo stockmarkets rise of
13. Economist, April 15
146
AS LEADERS, WOMEN RULE New Studies find that
female managers outshine their male counterparts
in almost every measure TITLE/ Special
Report/ BusinessWeek
147
10.6
148
The growth and success of women-owned businesses
is one of the most profound changes taking place
in the business world today. Margaret
Heffernan, How She Does It
149
CEMEX realized that women are the key drivers of
savings in Mexican families. They are
entrepreneurial in nature, and they actively
participate in the tanda system neighborhood
groups who pool money and save any thats left
over. Regardless of whether they are homemakers
or outside-the-home workers, they are responsible
for any savings in the family. Patrimonio Hoy
Private Property Today, a CEMEX program to aid
the poor in building homes discovered that 70
of the women who saved were saving money in the
tanda system to construct homes for their
families. The men in the society consider their
job done if they bring in their paycheck at the
end of the day. C.K. Prahalad, The Fortune at
the Bottom of the Pyramid, on Lorenzo Zambrano
and CEMEX, the Mexican company thats the worlds
3 cement maker
150
10 UNASSAILABLE REASONS WOMEN
RULE Women make all the financial
decisions.Women control all the wealth. Women
substantially outlive men. Women start most of
the new businesses. Womens work force
participation rates have soared
worldwide. Women are closing in on same pay for
same job. Women are penetrating senior
ranks rapidly even if the pace is slow for
the corner office per se. Womens
leadership strengths are exceptionally well
aligned with new organizational effectiveness
imperatives. Women are better salespersons than
men. Women buy almost everythingcommercial
as well as consumer goods. So what exactly is
the point of men?
151
One thing is certain Womens rise to power,
which is linked to the increase in wealth per
capita, is happening in all domains and at all
levels of society. Women are no longer content to
provide efficient labor or to be consumers with
rising budgets and more autonomy to spend.
This is just the beginning. The phenomenon will
only grow as girls prove to be more successful
than boys in the school system. For a number of
observers, we have already entered the age of
womenomics, the economy as thought out and
practiced by a woman. Aude Zieseniss de Thuin,
Financial Times, 10.03.2006
152
Where the Money is
153
!!!!!!!!!!!!!!!!! People turning 50 today have
more than half of their adult life ahead of
them. Bill Novelli, 50 Igniting a Revolution
to Reinvent America
154
7/13
155
2000-2010 Stats18-44 -155 21(55-64
47)
156
44-65 New Customer Majority 45 larger
than 18-43 60 larger by 2010Source Ageless
Marketing, David Wolfe Robert Snyder
157
We are the Aussies Kiwis Americans
Canadians. We are the Western Europeans
Japanese. We are the fastest growing, the
biggest, the wealthiest, the boldest, the most
(yes) ambitious, the most experimental
exploratory, the most different, the most
indulgent, the most difficult demanding, the
most service experience obsessed, the most
vigorous, (the least vigorous,) the most health
conscious, the most female, the most
profoundly important commercial market in the
history of the worldand we will be the Center of
your universe for the next twenty-five years.
We have arrived!
158
No Anger Management, Please!
159
All You Need to Know About Sources of
Innovation Angry people! angry with the
status quo
160
SkunkWorks/ ParallelUniversethe 1
solutionSource Scott Bedbury (Others 3M,
Google, Shell, NAVFAC)
161
SkunkWorks/ Skunks (!!!)
162
CEO A.G. Lafley has shifted PGs focus on
inventing all its own products to developing
others inventions at least half the time. One
successful example Mr. Clean Magic Eraser, based
on a product found in an Osaka market. Fortune
163
The 8Ps of Innovation SuccessPissed off!
Determined to change the world Passion!!!!
Persist, take the heat, sell Prototypes. Fast
Furiouspow!! Insanely great!Pals.
Buddies with different skills, recruiting
abilityProtector. Run cover, champion your
causePolitics. Political skillPersistence.
Can handle the bumps and U-turns
164
Innovation Index How many of your Top 5
Strategic Initiatives/Key Projects score 8 or
higher out of 10 on a Weird/ Profound/
Wow/Game- changer Scale?
165
Iron Innovation Equality Law The quality and
quantity and imaginativeness of innovation shall
be the same in all functions e.g., in HR and
purchasing as much as in marketing or product
development.
166
XFX
167
X XFXExcellence Cross-functional
Excellence
168
Never waste a lunch!
169
???? XF lunches Measure!
170
(Way) Underutilized LeverSpace!Space!Space!Sp
ace!
171
The XF-50 50 Ways to Enhance Cross-Functional
Effectiveness and Deliver Speed, Service
Excellence and Value-added Customer
SolutionsEntire XF-50 List is an
Appendix to the LONG version of this
presentation, posted at tompeters.com
172
1
173
Development can help great people be even
better but if I had a dollar to spend, Id spend
70 cents getting the right person in the door.
Paul Russell, Director, Leadership
Development, Google
174
In short, hiring is the most important aspect
of business and yet remains woefully
misunderstood. Source Wall Street Journal,
10.29.08, review of Who The A Method for
Hiring, Geoff Smart and Randy Street
175
Who? The screening
interview The Topgrading Interview (story
and patterns) Focused interview Reference
interview Detailed rituals, goals,
follow-up Source Who The A Method for Hiring,
Geoff Smart and Randy Street
176
1.Strategic.Priority.Period.
177
1A
178
1 cause ofDis-satisfaction?
179
Employee retention satisfaction
Overwhelmingly, based on the first-line
manager!Source Marcus Buckingham Curt
Coffman, First, Break All the Rules What the
Worlds Greatest Managers Do Differently
180
1B
181
2/year legacy.
182
Leaders do people. Period. Anon.
183
Leaders SERVE people. Period. inspired by
Robert Greenleaf
184
Tea Power
185
Give good tea!
186
Allied commands depend on mutual confidence
and this confidence is gained, above all
through the development of friendships.
General D.D. Eisenhower, Armchair General
(05.08)Perhaps his most outstanding ability
at West Point was the ease with which he made
friends and earned the trust of fellow cadets
who came from widely varied backgrounds it was
a quality that would pay great dividends during
his future coalition command.
187
?
188
eighty percent of success is showing up.
Woody Allen
189
Relationships (of all varieties) THERE ONCE WAS
A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE
AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT
RESULTED IN A COMPLETE RUPTURE.

190
THE PROBLEM IS RARELY/NEVER THE PROBLEM. THE
RESPONSE TO THE PROBLEM INVARIABLY ENDS UP BEING
THE REAL PROBLEM. PERCEPTION IS ALL THERE IS!

191
I regard apologizing as the most magical,
healing, restorative gesture human beings can
make. It is the centerpiece of my work with
executives who want to get better. Marshall
Goldsmith, What Got You Here Wont Get You
There How Successful People Become Even More
Successful
192
Courtesies of a small and trivial character are
the ones which strike deepest in the grateful and
appreciating heart. Henry Clay
193
eighty percent of success is showing up.
Woody Allen
194
R.O.I.R.
195
Return On Investment In Relationships
196
Profitable
197
We are thoughtful in all we do.
198
Thoughtfulness is key to customer
retention. Thoughtfulness is key to employee
recruitment and satisfaction. Thoughtfulness
is key to brand perception. Thoughtfulness is key
to your ability to look in the mirrorand tell
your kids about your job. Thoughtfulness is
free. Thoughtfulness is key to speeding things
up it reduces friction. Thoughtfulness is key
to transparency and even cost containmentit
abets rather than stifles truth-telling.
199
none!
200
Press Ganey Assoc 139,380 former patients from
225 hospitalsnone of THE top 15 factors
determining Patient Satisfaction referred to
patients health outcomeP.S. directly related
to Staff InteractionP.P.S. directly correlated
with Employee Satisfaction Source Putting
Patients First, Susan Frampton, Laura Gilpin,
Patrick Charmel
201
Kindness is free.
202
TGR
203
You know a design is good when you want to lick
it. Steve Jobs Source Design Intelligence
Made Visible, Stephen Bayley Terence Conran
204
2-cent candy
205
Commerce Bank From Service to Experience7X.
730A-800P. F12A.
206
Experiences are as distinct from services as
services are from goods. Joe Pine Jim
Gilmore, The Experience Economy Work Is Theatre
Every Business a Stage
207
ltTGWvs. gtTGRThings Gone WRONG/Things Gone
RIGHT
208
Hypothesis DESIGN is the principal difference
between love and hate!Not like and
dislike
209
IBM
210
M 0
211
IBM 55BAlso HP-EDS
212
THE GIANT STALKING BIG OIL How Schlumberger Is
Rewriting the Rules of the Energy Game. IPM
Integrated Project Management strays from
Schlumbergers traditional role as a service
provider and moves deeper into areas once
dominated by the majors. Source BusinessWeek
cover story, January 2008
213
Big Browns New Bag UPS Aims to Be the Traffic
Manager for Corporate America Headline/BW
UPS wants to take over the sweet spot in the
endless loop of goods, information and capital
that all the packages it moves represent.
ecompany.com (E.g., UPS Logistics manages the
logistics of 4.5M Ford vehicles, from 21 mfg.
sites to 6,000 NA dealers)
214
Huge Customer Satisfaction versus Customer
Success
215
The Value-added Ladder/TRANSFORMATION Customer
Success/ Gamechanging SolutionsServicesGoods
Raw Materials
216
The Real Deal
217
The Heart of Business Strategy 48 Things
That Matter
218
We usually think of business strategy as some
sort of aspirational market positioning
statement. Doubtless thats part of it. But I
believe that the number one strategic strength
is excellence in execution and systemic
relationships (i.e., with everyone we come in
contact with). Hence I offer the following 48
pieces of advice in creating a winning strategy
that is inherently sustainable.
219
Thank you. Minimum several times a day.
Measure it. Thank you to everyone even
peripherally involved in some
activityespecially those deep in the
hierarchy. Smile. Work on it. Apologize. Even if
they are mostly to blame. Jump all over
those who play the blame game. Hire
enthusiasm. Low enthusiasm. No hire. Any
job. Hire optimists. Everywhere. (Positive
outlook on life, not mindless optimism.) Hiring
Would you like to go to lunch with him-her.
100 of jobs.
220
Hire for good manners. Do not reject trouble
makersthat is those who are uncomfortable
with the status quo. Expose all would-be hires to
something unexpected-weird. Observe their
reaction. Overwhelm response to even the
smallest screw-ups. Become a student of all
you will meet with. Big time. Hang out with
interesting new people. Measure it. Lunch
with folks in other functions. Measure
it. Listen. Hear. Become a serious student of
listening-hearing. Work on everyones listening
skills. Practice.
221
Become a student of information extraction-
interviewing. Become a student of presentation
giving. Formal. Short and spontaneous. Incredib
le care in 1st line supervisor selection. Worlds
best training for 1st line supervisors. Construct
small leadership opportunities for junior
people within days of starting on the
job. Insane care in all promotion
decisions. Promote people people for all
managerial jobs. Finance-logistics-RD as
much as, say, sales. Hire-promote for
demonstrated curiosity. Check their past
commitment to continuous learning.
222
Small d diversity. Rich mixes for any and
all teams. Hire women. Roughly 50 women on
exec team. Exec team looks like customer
population, actual and desired. Focus on
creating products for and selling to
women. Focus on creating products for and
selling to boomers-geezers. Work on first and
last impressions. Walls display tomorrows
aspirations, not yesterdays
accomplishments. Simplify systems. Constantly.
223
Insist that almost all material be covered by a
1-page summary. Absolutely no longer. Practice
decency. Add We are thoughtful in all we do to
corporate values list. Number 1 force for
customer loyalty, employee satisfaction. Make
some form of employee growth (for all) a
formal part of values set. Above customer
satisfaction. Steal from RE/MAX We are a life
success company. Flowers. Celebrate small
wins. Often. Perhaps a small win of the day.
224
Manage your calendar religiously Does it
accurately reflect your espoused priorities?
Use a calendar friend whos not very
friendly to help you with this. Review your
calendar Work assiduously and mercilessly on
your To donts.stuff that
distracts. Bosses, especially near the top
Formally cultivate one advisor whose role is
to tell you the truth. Commit to
Excellence. Talk up Excellence. Put Excellence
in all we do in the values set. Measure everyone
on demonstrated commitment to Excellence.
225
Difficult Times
226
On NELSON other admirals more frightened of
losing than anxious to win
227
-Costs RD Sales Marketing excellence
228
The greatest dangerfor most of usis not that
our aim istoo highand we miss it,but that it
istoo lowand we reach it.Michelangelo
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